Finding business clients for an accountancy practice, deliberately

3 days ago
3 min read

Updated: 2 days ago

Introduction

Accountancy clients are unusually sticky. A business with an accountant it broadly trusts will stay for years, tolerate a fair amount of indifferent service, and only move when something specific forces the question. That makes acquisition slow and retention easy, which is a comfortable position until you need to grow.

Because switching is rare, the practices that grow are the ones present at the moments it happens: a new business forming, a company outgrowing its bookkeeper, a bad year, a missed deadline, a retirement, a purchase or a sale. Each is predictable if you are close enough to notice.

Being present at those moments is a relationship exercise rather than an advertising one. It takes longer to build and lasts considerably longer once built.

Finding business clients for an accountancy practice means being at the switching moments

Nobody changes accountant because they saw an advertisement.

New businesses forming. The first accountant is chosen quickly and often kept for a decade. Being the name suggested at that point is disproportionately valuable. Get onto the lists that start-ups are pointed at.

Growth past the current arrangement. A business taking on staff, VAT registration or external funding needs more than it has. That is the commonest switching trigger. Watch for clients of bookkeepers who are growing.

Service failures elsewhere. A missed deadline, an unreturned call, a surprise bill. These businesses are actively looking and they are looking now. Respond within the hour and you will win most of them.

Build the professional referral network

Other advisers meet your future clients first.

Bankers, brokers and lenders. Anybody arranging finance sees the accounts and forms a view about who prepared them. Two good relationships here can carry a practice. Make their job easy and they will keep sending work.

Solicitors. Company formations, purchases, disputes and probate all require an accountant. The referral runs both ways. Refer work out generously first.

Bookkeepers. They serve businesses that outgrow them and would rather refer than lose the client entirely. This is under-used. Offer to keep the bookkeeping with them.

Let existing clients do the work

Referral is the largest source in almost every practice.

Ask after you have delivered something useful. Tax saved, a problem solved, a set of accounts explained clearly. That is the moment. Ask once, plainly, and then stop.

Ask about their own network. Clients know other business owners, suppliers, and people they trade with. Most have never been asked. Ask for one name rather than in general.

Be worth talking about. Answering calls, meeting deadlines early and explaining things in plain language are unusual enough in the profession to be remarked upon. None of it requires additional qualifications.

Give people a reason to move

Switching involves effort, so lower it.

Handle the transfer entirely. Professional clearance, records, software migration. A client who has to do nothing is far more likely to move. Say that explicitly when you quote.

Lead with advice, not compliance. Compliance is a commodity and everybody has it already. A conversation about their numbers is what makes somebody consider changing. Offer one before they commit to anything.

Publish a starting fee. Businesses will not enquire without a sense of cost, and those who do are better qualified. A range by business size is enough.

Conclusion

Nobody changes accountant casually, so be present at the moments they do: businesses forming, businesses outgrowing their current arrangement, and businesses that have just been let down.

Build two or three real relationships with brokers, solicitors and bookkeepers, because they meet your future clients before you do and the referrals run both ways. Ask your existing clients at the moment you have delivered something visibly useful, and be the kind of practice worth mentioning by answering calls and explaining things plainly. Then remove the friction: handle the whole transfer yourself, lead on advice rather than compliance, and publish a starting fee.